ABSTRACT
One of loss prevention’s most difcult components to achieve within any organization is consistency among all practices. Much of the information delivered is subject to the audience’s interpretation, and not everyone delivers the message the same way. In addition, loss prevention people usually cover a vast territory, and information will ¯ow through others until it reaches the store-level personnel. When store-level employees are uncertain about how to tackle a particular operation or task, they will often call someone at another store in their same position. This is where much of the consistency breakdown occurs, because these employees are not getting the information directly; rather, they are taking information from someone who may or may not be doing things correctly. The vicious cycle of inconsistency continues as more and more store employees call one another to gain information instead of going to a source that is foolproof.
